Core Responsibilities

Reduce Storage Cost Per Pallet What Defines This Role

• Own our total storage cost per pallet, for our own warehouses and 3PLs combined. Bring it down and keep it down.
• Track it by site every month and understand what is driving it, whether that is rent, labour, 3PL rates, handling or space we pay for and don't use.
• Make better use of the space we have. Fix layouts, clear out slow-moving and expired stock, and stop paying for pallet positions we don't need.
• Renegotiate 3PL contracts and rates, check every invoice line, and push back on charges we should not be paying.
• Use the numbers to decide when a market should use a 3PL and when we should run the warehouse ourselves.
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Inventory tracking and accuracy

• Bring in better ways to track inventory using tech and AI, in our own warehouses and at the 3PLs. This could be barcode scanning at receiving and dispatch, RFID Technology, real-time stock visibility, or AI that flags stock gaps and expiry risks early.
• Get system stock to match physical stock in every market. Set up regular cycle counts, find the root cause of every big variance and fix it.
• Work with our AI and automation team to replace manual sheets with proper tools.
• Build the plan for warehouse automation as volumes grow.
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Run and improve the operation

• Explore and find the biggest problems in our warehouses and start fixing them straight away. Show the results in numbers.
• Run day-to-day warehouse operations through team members in the assigned markets, including receiving, storage, expiry management and supplying the kitchens, with food safety and cold chain standards met at every site.
• Manage cross-border logistics, including sea and air shipments from international suppliers, truck movements between GCC markets, and customs clearance. Keep freight cost and lead times under control.
• Put the same SOPs and KPIs in place across assigned markets.
• Plan storage capacity ahead of growth.
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Lead the team

• Manage the warehouse and inventory teams in each assigned market and the cross-border logistics team. They report to this role.
• Most of the team is in other countries, so this person needs to be good at managing remotely. Weekly KPI reviews, clear targets, and quick follow-up when something slips.
• Coach the market leads and develop successors.
• Travel within the GCC around 5 times a year to visit the sites, the teams and our 3PL partners.
• Work closely with Procurement, Kitchen Operations, Quality and Finance, and keep Supply Chain leadership updated early on performance and risks.
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Key KPIs

• Storage cost per pallet: total across our own warehouses and 3PLs, reduced against target
• Inventory accuracy: system stock matches physical stock at every site
• Kitchen supply: no production stoppages caused by warehouse or logistics issues
• Waste: expiry and damage write-offs against target